About the Series: Stories of Service
India’s civil services have long been shaped by individuals whose integrity, courage, and commitment have stood firm against the tides of pressure and politics. Behind every administrative decision lies a story — of conviction, of ethical dilemmas, and of leadership that often goes unnoticed.
This series, “Stories of Service,” brings to light real accounts and lesser-known moments from the lives of Indian Administrative Service officers. Each story offers lessons in governance, resilience, and purpose — not just for those in public service, but for anyone who believes that integrity is the cornerstone of meaningful work.
Through these narratives, the series seeks to inspire reflection on what it truly means to serve — with honesty, with humility, and with heart.
In the corridors of administration, integrity often walks a tightrope between political expectations and professional duty. One such story from Gujarat in 2002 stands out — that of IAS officer Shri Anandmohan Tiwari sir, who, despite intense political pressure, chose the harder right over the easier wrong.
The Clash of Convictions
It began when the then Minister of State for Transport, Narayanbhai Patel, sought A M Tiwari’s transfer, alleging that the Transport Commissioner was not following his instructions. The complaint reached the Chief Minister’s desk.
But instead of endorsing the move, the then Chief Minister of Gujarat refused to act on it.
For an administration long used to frequent transfers, this refusal was unusual — it signaled that the Chief Minister valued performance and probity over appeasement.
Standing Firm Amid Pressure
The dispute stemmed from Shri A M Tiwari’s decision to assign two reputedly upright RTO inspectors — D. R. Chudasma and R. B. Panchal — to supervise the state’s key checkposts in North and South Gujarat. These locations, long plagued by corruption, were critical nodes in the state’s revenue network.
The changes upset certain entrenched interests. Complaints began to circulate, and pressure mounted on the minister to intervene. When persuasion didn’t work, Patel sought to have Tiwari removed from his post.
Even the department’s Principal Secretary (Transport), Smt. Sudha Anchalia, reportedly went on long leave, unwilling to work in an environment where ministerial interference was becoming routine.
Performance Speaks Louder Than Pressure
Yet, what tilted the scales in Shri A M Tiwari’s favor were results.
In just 20 days of September 2002, the motor vehicle tax revenue jumped from ₹37.11 crore to ₹46.86 crore, while checkpost collections rose from ₹12.85 crore to ₹13.75 crore compared to the same period the previous year.
“These figures show that our arrangement is working,”
- Shri A M Tiwari
(in a brief remark to The Times of India.)
In a system where numbers often tell the truth more clearly than words, his actions had spoken for themselves.
The Larger Lesson
A senior bureaucrat observed at the time that civil servants cannot take decisions “purely on the whims of ministers, especially when elections are near.”
The comment reflected an enduring truth: bureaucratic integrity is most tested when political stakes are high.
This episode became more than just a departmental tussle. It symbolized the delicate balance between political authority and bureaucratic independence, and how governance can thrive when merit and accountability outweigh convenience.
Footnote:
This story is based on an article originally published in The Times of India on September 21, 2002, titled “Modi turns down minister’s complain.” It has been adapted here to preserve the essence of the incident and its learnings. I was inspired to include it in this blog as part of an effort to build institutional memory and bring forth more such stories that reflect the values, challenges, and spirit of India’s administrative service.
About A M Tiwari sir
Footnote:
This story is based on an article originally published in The Times of India on September 21, 2002, titled “Modi turns down minister’s complain.”
(https://timesofindia.indiatimes.com/city/ahmedabad/modi-turns-down-ministers-complain/articleshowprint/22894277.cms)
Why This Story Matters to Me
I was inspired to include it here not just as an account of administrative courage, but also as a personal tribute. Shri A. M. Tiwari was my first boss when I began my career in 2010, after completing my MBA in Rural Development. I have immensely learnt from him — his emphasis on continuous reading, field visits, and learning from the ground have stayed with me ever since.
I still recall his words during our very first interaction with colleagues:
“You cannot choose your father, and you cannot choose your boss.”
Two decades later, I continue to find truth and inspiration in that statement. The story of Shri A. M. Tiwari remains, to me, a timeless case study in integrity, administrative courage, and leadership by example.
At its heart, this incident shows how governance strengthens when public servants uphold ethics — and when leadership recognizes and protects those who do.
About this Series
This article is part of a continuing series on Experiences and Insights, highlighting real instances of courage, conviction, and character from within the civil services. Each story aims to bring forth learnings that can inspire future administrators to serve with integrity and purpose.
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